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(Best Practice, Best Fit, Custom and Practice (Historical Layer),…
Best Practice
Low-dimensional thought (Star & Newton, 2009)
Easy replication
Plural voices, shallow depth
Managerial populism
Global standardisation
Power dispersed but hollow
Best Fit
High-dimensional thought
Contextual reasoning
Specialist translation
Power restricted to experts
Unitarism disguised as sophistication
Selective contingency
Custom and Practice (Historical Layer)
Tacit rules
Affective regulation
Informal legitimacy
Often excluded from formal HR models
Ideological Consequences
Standardisation vs interpretation
Pluralism vs control
Knowledge hierarchy within HR
Illusion of rationality
Modern Reality
HRM as translation of ambiguity into procedure
Low-dimensional governance masquerading as expertise
Cultural deskilling through policy